As opposed to execution, delivery, and other common terms of progression, "production" is a perspective that directly relies on designing continuous value-driven activity, not on achieving a single prescribed outcome. Enabling active capability is the management concern, and value creation is the experience.

1. Management for
Production
A Summary Architecture

2. MANAGEMENT
FOR PRODUCTION
VALUE
TIME
REQUIREMENTS
DECISIONSPROCESS
IMPACT
WHEN WHAT
WHY
PRIORITIES
HOW WHO
WHICH
In the perspective view of
how production works,
business value, business
decisions and business
process are interlinked under
managerial control through
its authority to prioritize. A
variety of methods are found
being used to define those
elements within the
boundary of overall
operations. The methods
include – either implicitly or
explicitly – executive
authority, organizational
objectives, and procedural
competencies.
© 2018 malcolm ryder / archestra research

3. Production requires design
A critical observation here is that the range of choices that exist in the
variables of production requires design to establish their alignment.
Designing the alignment includes identifying optimal scenarios but also the
viability of arrangements that will work within known tolerances of variation.
Alignment comes from the collection of influences that choices have on each
other; accepted influences are recognized for their ability to support the
connection of processes to decisions that generate value.
Irrelevant influences are typically excluded by design through prioritization
or even proactive defense.
The resulting activity is systemically creative of needed effects.

4. Components
of Alignment
EXECUTIVE
AUTHORITY
ORGANIZATIONAL
OBJECTIVES
PROCEDURAL
COMPETENCIES
VALUE Investment levels Effects Quality levels
DECISIONS Evaluation criteria Work distribution Capabilities
PROCESSES Standards and Policies Complexity Sustainability
INFLUENCE
RELEVANCE
MANAGERIAL ALIGNMENT OF PRODUCTION
©2018malcolmryder/archestraresearch

5. Archestra notebooks compile and organize decades of in-the-field and ongoing empirical findings.
All presented findings are derived exclusively from original research.
Archestra notebooks carry no prescriptive warranty.
As ongoing research, all notebooks are subject to change at any time.
©2020 Malcolm Ryder / Archestra Research
www.archestra.com
mryder@archestra.com
Archestra research is done from the perspective of strategy and architecture.
With all subject matter and topics, the purpose of the notes is analytic, primarily to:
* explore, expose and model why things are
included, excluded, or can happen
in given ways and/or to certain effects.
* comment on, and navigate between,
motives and potentials that predetermine
decisions about, and shapings of, the observed activity.